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Public Personnel Management : Contexts and Strategies

ISBN: 9780136248187 | 0136248187
Edition: 4th
Format: Hardcover
Publisher: Prentice Hall
Pub. Date: 10/1/1997

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SummaryTable of Contents
For junior/graduate-level courses in Public Personnel Management or Human Resources Management. Reflecting contemporary political and managerial realities, this text provides a comprehensive exploration of the values, conflicts, political processes, and management techniques which provide the context for personnel administration in the public sector.
Prefacevii
PART I INTRODUCTION1(69)
1 The World of Public Personnel Management
1(37)
Introduction
... MORE1(1)
Public Personnel Management Functions
2(1)
Public Jobs as Scarce Resources
2(1)
The Four Traditional Values: Responsiveness, Efficiency, Individual Rights, and Social Equity
3(1)
Emergent Anti-Government Values: Individual Accountability, Limited and Decentralized Government, and Community Responsibility for Social Services
4(2)
Personnel Systems
6(2)
Contemporary Systems: Alternative Organizations and Flexible Employment Relationships
8(7)
Conflict and Compromise among Alternative Personnel Systems
15(3)
Systems in Collision: A Historical Analysis of Public Personnel Management in the United States
18(11)
Toward a General Model: Public Personnel Management, Development, and Democratization
29(4)
Summary
33(1)
Key Terms
33(1)
Discussion Questions
34(1)
Case Study: Values and Functions in Public Personnel Management
34(1)
Notes
35(3)
2 The Public Personnel Manager's Job
38(32)
Introduction
38(1)
The Size and Scope of Public Employment in the United States
39(1)
Shared Responsibility for Public Personnel Management
40(2)
The Public Personnel Manager's Job under Different Personnel Systems
42(7)
The Job of the Public Personnel Manager: Technician, Professional, Human Resource Management Specialist, and Mediator
49(7)
What Knowledge, Skills, and Abilities Do Public Personnel Managers Need?
56(2)
How Do Public Personnel Managers Get into the Field?
58(2)
Taking Charge of Your Own Career Development as a Professional Public Personnel Manager
60(3)
Summary
63(1)
Key Terms
64(1)
Discussion Questions
64(1)
Case Study: Choosing a Municipal Personnel Director
65(2)
Exercise: A Self-Development Plan for a Public Personnel Manager
67(1)
Notes
68(2)
PART II PLANNING70(86)
3 Budgeting, Planning, and Productivity
70(26)
The Critical Link: Why Budgeting and Financial Management Are Essential to Public Personnel Management
71(4)
The Role of the Personnel Director in Budget Preparation, Approval, and Management
75(1)
Various Techniques for Forecasting Human Resource Needs
76(4)
Uncertainty in Human Resource Planning and Downsizing
80(4)
What Is Productivity?
84(3)
Productivity and Privatization: What's a Personnel Manager to Do?
87(1)
Expanding the Personnel Director's Role in Productivity Programs
88(2)
Summary
90(1)
Key Terms
91(1)
Discussion Questions
91(1)
Case Study 1: A Day in the Life of a City Manager
91(2)
Case Study 2: Privatization
93(1)
Notes
94(2)
4 Analysis, Classification, and Evaluation
96(31)
Introduction
96(2)
From Position Management to Management of Work and of Human Resources
98(6)
The Two Problems with Traditional Job Analysis and Job Descriptions
104(4)
The Importance of Job Descriptions under Other Public Personnel Systems
108(2)
How to Improve Traditional Job Descriptions
110(1)
The History of Classification
111(3)
Point-Factor Job Evaluation
114(1)
A Critique of Job Evaluation, and Alternatives to It
115(4)
Job Evaluation and Pay Equity
119(1)
Job Evaluation and Other Personnel Activities
119(1)
Summary
120(1)
Key Terms
120(1)
Discussion Questions
120(1)
Case Study: Who's Most Qualified to Be Minority Recruitment Director?
121(5)
Notes
126(1)
5 Pay and Benefits
127(29)
The New Compensation and Benefits Environment
128(2)
The Legal Context of Compensation Policy and Practice
130(1)
Issues Involved in Pay Disparity Based on Race and Gender
131(1)
Setting Pay in Alternative Personnel Systems
132(2)
Pay for Performance
134(3)
Merit Pay, Seniority, and Cost-of-Living Allowances
137(2)
New Pay
139(3)
Statutory Entitlement Benefits
142(1)
Discretionary Benefits: Pensions
143(3)
Discretionary Benefits: Health Insurance
146(1)
Other Emergent Employee Benefit Issues
146(4)
Pay, Benefits, and Conflicts among Personnel Systems
150(1)
Summary
151(1)
Key Terms
151(1)
Discussion Questions
152(1)
Exercise: New Pay
152(1)
Case Study: The Cost of Absenteeism
152(2)
Notes
154(2)
PART III ACQUISITION156(61)
6 The Saga of Social Equity: Equal Employment Opportunity, Affirmative Action, and Workforce Diversity
156(26)
Equal Employment Opportunity and Affirmative Action: What Are They?
158(1)
Affirmative Action Law and Compliance Agencies
158(2)
Affirmative Action Compliance: Voluntary and Involuntary
160(1)
Impact of the Judicial System on Interpreting and Enforcing Social Equity through Affirmative Action
161(4)
The Shifting Focus of Controversy: From Employment Preferences to Contract "Set-Asides"
165(1)
From Affirmative Action to Workforce Diversity
166(3)
Impact of Workforce Diversification Programs
169(4)
Conflict Over Social Equity: The Role of the Personnel Manager in Achieving Productivity and Fairness
173(3)
Summary
176(1)
Key Terms
177(1)
Discussion Questions
177(1)
Case Study 1: Values in Conflict: Equal Opportunity or Affirmative Action?
178(1)
Case Study 2: Between a Rock and a Hard Place on Affirmative Action Compliance
179(1)
Case Study 3: From Affirmative Action Compliance to Workforce Diversification Programs
180(1)
Notes
181(1)
7 Recruitment, Selection, and Promotion
182(35)
The Acquisition Function
183(1)
Value Conflicts and the Acquisition Function
183(3)
Differences in Perspective: Political Appointees and Career Civil Servants
186(2)
External Influences and Contemporary Challenges
188(5)
Steps in the Staffing Process
193(3)
Recruitment and Selection Models
196(5)
Test Validation and the Acquisition Function
201(9)
Americans with Disabilities Act (ADA)
210(2)
Summary
212(1)
Key Terms
213(1)
Discussion Questions
213(1)
Case Study: Merit or Politics?
214(1)
Notes
215(2)
PART IV DEVELOPMENT217(106)
8 Leadership and Performance in Turbulent Times
217(33)
The Challenges to Traditional Civil Service Systems
218(3)
Consequences of These Challenges for Leadership and Employee Performance
221(1)
Differences between Political and Administrative Viewpoints
222(4)
Explaining Employee Performance: Equity and Expectancy Theories
226(5)
Influences on Employees' Motivation to Perform
231(3)
Influences on Employees' Ability to Perform
234(1)
Organizing for Productivity: Alternative Work Systems
235(5)
Tools Managers Use to Enhance Employee Performance
240(1)
Managing Employee Anxiety
241(2)
Summary
243(1)
Key Terms
243(1)
Discussion Questions
244(1)
Case Study 1: Requiem for a Good Soldier
244(2)
Case Study 2: Recruiting a Water Plant Technician
246(1)
Case Study 3: Between a Rock and a Hard Place
247(2)
Notes
249(1)
9 Training, Education, and Staff Development
250(25)
Objectives of the Development Function: Training, Education, and Staff Development
251(2)
Environmental Challenges and Organizational Responses
253(9)
Ongoing Issues in Human Resource Development
262(1)
Three Roles of the Human Resource Development Specialist
263(1)
Training Needs Assessment, Design, and Evaluation
264(5)
Different Perspectives from Alternative Personnel Systems
269(1)
Summary
270(1)
Key Terms
270(1)
Discussion Questions
270(1)
Appendix: A Personal View of Diversity Training
271(1)
Case Study 1: Develop a Diversity Training Program
272(1)
Case Study 2: Training Vignettes
273(1)
Notes
273(2)
10 Performance Appraisal
275(27)
Why Evaluate Performance?
276(1)
Performance Appraisal and Alternative Personnel Systems
277(1)
Contemporary Challenges to Performance Appraisal
278(1)
Performance-Based and Person-Based Evaluation Criteria
279(3)
Appraisal Methods
282(10)
Who Should Evaluate Performance?
292(3)
Characteristics of an Effective Appraisal System
295(1)
The Human Dynamics of the Appraisal Process
296(2)
Performance Appraisal the Sanctions Process, and Fairness
298(1)
Summary
299(1)
Key Terms
300(1)
Discussion Questions
300(1)
Case Study: Evaluating Appraisal Instruments
300(1)
Notes
301(1)
11 Health and Safety
302(21)
Occupational Safety and Health
304(3)
Workplace Violence
307(3)
Tobacco, Alcohol, and Illegal Drugs
310(3)
AIDS
313(2)
Employee Assistance Programs (EAPs)
315(1)
Balancing Organizational Effectiveness and Employee Rights
316(2)
Summary
318(1)
Key Terms
318(1)
Discussion Questions
318(1)
Case Study 1: Developing a Workplace AIDS Policy
319(1)
Case Study 2: Workplace Violence: "In Hindsight, We Could See It Coming."
319(2)
Notes
321(2)
PART V SANCTIONS323(83)
12 Organizational Justice
323(37)
The Sanction Function
324(1)
Establishing and Maintaining Expectations
325(1)
Protecting Employee Rights
326(6)
The Americans with Disabilities Act: Balancing Organizational Efficiency and the Rights of Employees and Applicants
332(1)
Freedom of Speech, Association, and Privacy
333(6)
Liability of Public Employees
339(1)
Property Rights and Due Process
340(1)
Organizational Citizenship, Grievance Procedures, and Employee Perceptions of Fairness
341(2)
Discipline and Counseling of the Unproductive Employee
343(3)
Steps in the Grievance Process
346(3)
The Sanction Function in Alternate Personnel Systems
349(1)
Organizational Justice, Productivity, and Workforce Diversity
350(1)
Summary
351(1)
Key Terms
352(1)
Discussion Questions
352(1)
Case Study: Juan Hernandez v. the County
353(5)
Notes
358(2)
13 Collective Bargaining
360(26)
The History of Collective Bargaining
361(3)
Collective Bargaining, Individual Rights, and the Constitution
364(2)
Collective Bargaining Practices
366(6)
Pressures on Public-Sector Collective Bargaining
372(4)
The Future of Collective Bargaining: From Private Privilege to Public Interest
376(4)
Summary
380(1)
Key Terms
380(1)
Discussion Questions
381(1)
Case Study: Good Management or Bargaining in Bad Faith?
381(3)
Notes
384(2)
14 Developing a Strategic Human Resource Capability
386(20)
Introduction
386(1)
Strategic Human Resource Management
386(14)
Strategic Human Resource Management in Action
400(3)
Summary
403(1)
Key Terms
403(1)
Discussion Questions
403(1)
Case Study: Personnel Management: Part of the Problem or Part of the Solution?
404(1)
Notes
405(1)
Index406

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